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Section II: Program Activities and Planned Results

Parks Canada – An Integrated Mandate

Parks Canada’s program activity architecture (PAA) has eight program activities (see Figure 4 for details). The core programs are delivered through four program activities: Establish Heritage Places, Conserve Heritage Resources, Promote Public Appreciation and Understanding, and Enhance Visitor Experience.

The Parks Canada Corporate Plan is presented according to individual program activities. However, in the real world, the program activities that describe the work of the Agency are not individually distinct but integrated. It is this integration of program activities that is key to the long-term success of the Agency and the very existence of these special heritage places in the future.

Figure 8: Parks Canada Integrated Mandate

Program Activity 1: ESTABLISH HERITAGE PLACES

Planned Spending ($ thousands) and Full Time Equivalents (FTE)

Establish Heritage Places	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	1,000	1,000	1,000	1,000	1,000	1,000
Salaries and Wages	9,897	8,964	8,743	8,410	8,410	8,410
Other Operating	27,949	15,020	14,411	14,383	14,383	14,383
Total	38,847	24,984	24,153	23,793	23,793	23,793
FTE	123	115	112	108	108	108

Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
Other Operating includes Grants and Contributions
These numbers include Corporate Services
Due to rounding, figures may not add up to totals shown

Description

This program activity includes systems planning, consulting with stakeholders and the public, negotiating with other governments and Aboriginal organizations, obtaining ministerial approval, and establishing national parks and national marine conservation areas, and designating national historic sites of Canada, as well as other heritage places, for inclusion in the national systems.

Planned Results and Performance Expectations

1. ESTABLISH HERITAGE PLACES
Planned Result	Performance Expectations
1. Create national parks and national marine conservation areas in unrepresented regions.	1. Increase the number of represented terrestrial regions from 25 in March 2003 to 30 of 39 by March 2008, and increase the number of represented marine regions from two in March 2003 to four of 29 by March 2008.
2. Complete or expand some existing parks.	2. Expand two national parks by March 2008, and increase the targeted land holdings in three unfinished national parks.
3. Designate and commemorate places, persons and events of national historic significance.	3. Designate, on average, 24 new places, persons and events per year. 4. On average, 30 commemorative plaques placed annually.
4. Designate other heritage places.	5. List 10,000 designated historic places on the Canadian Register of Historic Places by March 2009, and 17,500 by 2014. 6. Designate, in partnership with others, federal heritage buildings.

Strategies to Achieve Planned Results

Planned Result 1: Create national parks and national marine conservation areas in unrepresented regions

1.1 National Parks and National Marine Conservation Areas in Unrepresented Regions

Since the early 1970s, the National Parks System Plan (http://www.pc.gc.ca/docs/v-g/nation/nation1-eng.asp), that divides Canada into 39 distinct natural regions, based on unique physiographic and vegetative characteristics, has guided new park establishment. Parks Canada’s goal is to have at least one national park representative of each natural region. Currently, 28 of the 39 natural regions are represented, making the system just over 70% complete (see Figure 5 – The National Parks of Canada).

A system plan for national marine conservation areas (NMCAs), entitled Sea to Sea to Sea (http://www.pc.gc.ca/progs/amnc-nmca/systemplan/index-eng.asp), divides Canada’s Atlantic, Arctic, and Pacific oceans, together with the Great Lakes, into 29 marine regions based on oceanographic and biological characteristics. The goal is to protect and conserve a representative sample of each of the 29 marine regions. Currently, with the addition of Lake Superior in 2006-2007, only three of the 29 marine regions are represented in the NMCA system (see Figure 6 – The National Marine Conservation Areas of Canada).

Progress on the various park and NMCA proposals is guided by legislation, policy, existing Aboriginal and treaty rights and land claim agreements, and the terms of Memoranda of Understanding and/or feasibility studies with provincial governments or First Nations. Building long-term relationships with Aboriginal people and engaging local communities, stakeholders and the general public are key.
Establishment of a national park or NMCA is a five-step process.

1. Identify areas representative of a natural terrestrial or marine region;
2. Select a potential park or NMCA area;
3. Assess the feasibility of candidate national park or NMCA;
4. Negotiate new park or NMCA agreement(s); and,
5. Formally establish the national park or NMCA (reserve) in legislation.

Parks Canada continues to work closely with other governments, Aboriginal people, local communities, stakeholders and the public to meet the federal goal of establishing five new national parks and two new national marine conservation areas by March 2008.

Of these, three new national parks and one national marine conservation area have already been established and feasibility studies and negotiations will continue to move toward meeting the government commitment.

1.2 Plans to Create National Parks

The creation of a national park is a complex process, in which various interests must be understood and reconciled, and support garnered.

For example, the idea of a national park to protect the East Arm of Great Slave Lake (NWT) was first proposed in 1970, but at that time, creation of a park was not supported by the local First Nation,
so the proposal sat dormant for decades. This changed in 2000 when the Lutsel K’e Dene First Nation asked Parks Canada to discuss the proposal. In October 2006, the Minister of the Environment and the Chief of the Lutsel’e Dene First Nation signed and celebrated a Memorandum of Understanding formally launching the feasibility study.

The signing of an agreement with Aboriginal people, and/or a land transfer agreement with a provincial government enables a park to become operational under the provisions of the agreement.

Significant progress has been made on government commitments, including the establishment of three new national parks (Gulf Islands, Ukkusiksalik and Torngat Mountains) and, one new national marine conservation area (Lake Superior).

By 2008-2009, Parks Canada will recommend to Parliament the formal legislated establishment of the Gulf Islands National Park Reserve and Ukkusiksalik National Park, and an addition to Tuktut Nogait National Park within the Sahtu settlement region under the Canada National Parks Act.

Parks Canada will continue work on proposed national parks in unrepresented natural regions.

Figure 9: Unrepresented natural terrestrial regions and present status on establishment

Unrepresented regions	Status	Actions to be undertaken
Region 3: Interior Dry Plateau South Okanagan–Lower Similkameen	Step 3: Feasibility study The final feasibility study, launched in 2003, is in its final stages.	Once the feasibility study is submitted and if governments agree, negotiation of a park establishment agreement will begin.
Region 7: Northern Interior Mountains and Plateau–Wolf Lake	Step 3: Feasibility study	Parks Canada will launch a feasibility study, including a first round of public consultation.
Region 14: Manitoba Lowlands	Step 4: Negotiations Canada and Manitoba are negotiating a national park establishment agreement.	Negotiation of a national park establishment agreement will continue.
Region 19b: Great Lakes St. Lawrence Precambrian	Step 2: Potential park area	Parks Canada will identify a site that meets representation and ecological integrity requirements and confirm it with the province.
Region 21: East Coast Boreal Mealy Mountains	A land transfer agreement for the proposed national park reserve is being negotiated.	Conclude land transfer agreement and establish national park in legislation.
Region 38: Western High Arctic Northern Bathurst Island	Step 4: Negotiations An Inuit Impact and Benefit Agreement is being negotiated.	Parks Canada will work with Inuit to conclude an Impact and Benefit Agreement.

1.3 Plans to Establish National Marine Conservation Areas

National marine conservation areas are managed, within an enhanced conservation management regime, to protect and conserve representative marine ecosystems in an ecologically sustainable manner. They provide opportunities for Canadians to appreciate and enjoy Canada’s natural and cultural marine heritage. Parks Canada works with Fisheries and Oceans Canada and Transport Canada to manage fishing, commercial shipping, transportation and recreational boating in these areas.

Including the recently established Lake Superior National Marine Conservation Area, three of the 29 marine natural regions are represented, making the system 11 percent complete. Parks Canada will continue to work toward fuller representation of unrepresented natural aquatic regions:

Figure 10: Unrepresented natural aquatic regions and present status on establishment

Unrepresented regions	Status	Actions to be undertaken
Pacific Regions 1 and 2: Hecate Strait and Queen Charlotte Shelf Gwaii Haanas	Step 4: Preparation of an interim management plan.	The interim management plan will be completed by 2008.
Pacific 5: Strait of Georgia– Southern Strait of Georgia	Step 4: Negotiations Underway with the provincial government	Complete negotiations of an establishment agreement and conclude consultations on an interim management plan.
Atlantic 6: Magdalen Shallows Iles-de-la- Madeleine	Step 3: Feasibility study	Final boundary will be identified and draft interim management plan prepared.
Atlantic 7: Laurentian Channel South Coast Fjords	Step 3: Feasibility study Study underway in cooperation with provincial government and advisory committee.	Studies and consultations will continue.

Planned Result 2: Complete or expand some existing national parks

Acquiring additional land either inside an area identified in a federal-provincial national establishment agreement for an existing national park (completion), or outside current park boundaries (expansion), can serve to both improve the representation of a natural region and to enhance the ecological integrity of a national park. Parks Canada plans to complete three existing national parks on a “willing seller-willing buyer” basis, and to expand, by March 2008, two other existing national parks.

2.1 Complete Selected Parks

Parks Canada will complete three existing national parks under the terms of their establishment agreements which provide for lands to be purchased on a willing-seller, willing-buyer basis. Bruce Peninsula and Grasslands National Parks of Canada have agreed-upon boundaries, and the third, Gulf Islands National Park Reserve of Canada, has an agreed-upon process for land acquisition.

2.2 Expand Existing National Parks

Parks Canada has worked to expand Tuktut Nogait National Park, and will recommend to Parliament that lands within the Sahtu settlement region be added to the Park under the terms of the Canada National Parks Act.

The process involved to expand an existing national park is similar to the new park establishment process.

Figure 11: National Park expansions and present status.

Park	Status	Actions to be undertaken
Nahanni National Park Reserve of Canada, Northwest Territories	Step 4 and 5: Negotiation and legislation	Parks Canada will recommend to Parliament the protection of a new and enlarged boundary for Nahanni National Park Reserve, and conclude an impact and benefits agreement for Nahanni, within the Sahtu Settlement Area.
Tuktut Nogait National Park of Canada	Step 3: Feasibility study	Parks Canada will continue discussions with the local Inuit population.
Waterton Lakes National Park of Canada.	Step 3: Feasibility study	Parks Canada is interested in expanding Waterton Lakes National Park, subject to support of the government of British Columbia.

Parks that lack natural region representation and ecological integrity require an analytical process to identify boundary expansions that will make them more representative and ecologically sound. Establishment of park boundaries that enable parks to meet the Agency’s core objectives for representation, ecological integrity, public understanding and visitor experience is a high priority.

Parks Canada works in partnership with other organizations such as the Nature Conservancy of Canada (NCC) to acquire land to complete or expand parks whenever possible. National parks that remain incomplete, and/or that are under severe ecological stress, are targeted.

The challenges to completing the system of national parks and NMCAs are substantial, but significant progress can be made when Parks Canada works with others to ensure that unimpaired natural areas are passed on to future generations.

Planned Result 3: Designate and commemorate places, persons and events of national historic significance

Canada’s system of national historic sites fosters public awareness and appreciation of Canada’s past. It respects the significance and irreplaceable legacy of the places, people and events that shaped Canada’s past, and the cultural resources associated with Canada’s historic places. It also encourages conservation and presentation of national historic sites owned and managed by third parties.

The National Historic Sites of Canada System Plan (October 2000) presents a long-term strategy to commemorate places, persons, and events of national historic significance. The implementation of the National Historic Sites of Canada System Plan is the responsibility of several different stakeholders, of which Parks Canada is only one. (For more details, please see http://www.pc.gc.ca/docs/r/system-reseau/sites-lieux1-eng.asp)

As of March 31, 2006, Canada’s System of National Historic Sites includes 916 designated sites. Of these, 154 are directly administered by Parks Canada. The system also includes 587 persons of national historic significance and 360 historically significant events.

Parks Canada will continue to strengthen and expand partnerships with diverse communities and national associations to encourage nominations to the Historic Sites and Monuments Board of Canada. A rigorous process has been developed to designate places, persons, or events of national historic significance. Parks Canada continues to make Canadians aware of the designation process, and of how to initiate and prepare a nomination.

There is increased public interest in heritage, whether it is to preserve the particular character of a community, to understand what makes up the Canada of today, or to share Canadian history with the world. Parks Canada will continue to promote greater awareness, of the pressing need to invest in protecting places of national significance, and of the options available to prevent further losses.

Planned Result 4: Designate other heritage places

The Historic Places Initiative (HPI): The Canadian Register of Historic Places

An element of the Historic Places Initiative, the Canadian Register of Historic Places is managed by Parks Canada to be an easy-to-use reference for historic places in Canada. It is an important web-based source for planners, policymakers, community organizations, teachers, students and families interested in learning about, and helping preserve, the past. The keystone of the initiative is cooperation among all levels of government in listing their historic properties on the Register.

Parks Canada, through the Directory of Federal Heritage Designations, is responsible for preparing the Register documentation for all national historic sites (916), designated federal heritage buildings (1,335) and heritage railway stations (166). The target is for all jurisdictions to review the eligibility of all historic places recognized prior to January 1, 2004, and to submit all eligible historic places to the Canadian Register.

Part of the HPI’s work has been the development of the Standards and Guidelines for the Conservation of Historic Places in Canada, the development of a certification program for projects seeking financial incentives, and the introduction of the Historic Places Class Contribution Program, to support provincial and territorial participation in the HPI.

Other Programs to Designate or Commemorate Heritage Places

Parks Canada works with a number of partners and stakeholders to achieve the objectives of these other programs. The Agency role is limited and it is not solely responsible for any performance targets although advances have been made. A program description and relevant websites follow.

Federal Heritage Buildings Program: Under the Treasury Board Heritage Buildings Policy

All government departments are required to protect the heritage character of their designated buildings. Through the Federal Heritage Buildings Review Office, the Agency administers this policy by acting as a secretariat to coordinate the evaluation of buildings. It submits recommendations to the Minister of the Environment, provides advice, and maintains the Register of Government of Canada Heritage Buildings.

The policy requires that all buildings 40 years or older under federal government ownership must be evaluated against criteria that measure historical association, architectural significance, and each building’s place within its current environment, in order to protect those with significant heritage character. Parks Canada is the custodian of the largest number of federal heritage buildings, administering 38% (503) of the 1,335 designated buildings. http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/realproperty/hbp-eng.asp

Heritage Railway Stations Program

The Heritage Railway Stations Protection Act, proclaimed in 1990, affirms the federal government’s commitment to safeguard the historical character of heritage railway stations under the ownership of federally regulated railway companies. The Historic Sites and Monuments Board Secretariat administers this act, provides advice and recommendations on appropriate conservation measures to the Minister and the custodial railway companies, and maintains the heritage railway stations list. (www.pc.gc.ca/clmhc-hsmbc/gfp-hrs/index-eng.asp)

Seventy-four stations have been sold to outside parties and are now protected under provincial legislation. There are 166 railway stations in the program. Parks Canada provides research and database support to the Historic Sites and Monuments Board of Canada, and contracts with Public Works and Government Services Canada for professional and technical advice.

The Canadian Heritage Rivers System (CHRS)

The CHRS is a public trust. Local citizens champion the program and governments – federal, provincial and territorial – lend support and guidance, and provide approvals as required. Parks Canada maintains a small secretariat for the program, whose role includes making recommendations to the Minister of the Environment for designations, and providing technical and financial assistance for others making nominations or recommendations.

National Program for the Grave Sites of Canadian Prime Ministers

Under this program, Parks Canada ensures that the grave sites of Canada’s prime ministers are conserved and recognized in a respectful and dignified manner. Parks Canada monitors the condition of the grave sites periodically and, in consultation with the families of former prime ministers, organizes dedication ceremonies, arranges for the marking of these special places, and maintains a Web site (http://www.pc.gc.ca/clmhc-hsmbc/pm/index-eng.asp).

International Obligations

World Heritage Convention

Parks Canada is the lead federal agency for the implementation of the World Heritage Convention in Canada (http://www.pc.gc.ca/progs/spm-whs/index-eng.asp).

It supports Canada’s obligations under the Convention, including maintenance of a documentation centre for program records. The United Nations Educational, Scientific and Cultural Organization’s (UNESCO) World Heritage Committee is responsible for placing properties on the World Heritage List. Parks Canada, provides monitoring reports, after a site’s inclusion on the World Heritage List, to UNESCO’s World Heritage Centre. These demonstrate how the requirements of the World Heritage Convention are met in the management of Canadian World Heritage Sites.

World Heritage Sites

The World Heritage List recognizes that some places, either natural or cultural, are of outstanding value to humanity and therefore the responsibility of the international community. Participating nations pledge to care for world heritage sites in their own territory, and to avoid deliberate measures that could damage world heritage sites in other countries.

There are currently 830 properties on the World Heritage List, 13 of which are located in Canada.

Properties on Canada’s tentative list of sites to be formally nominated for consideration by the World Heritage Committee will be submitted at a maximum pace of one per year, as the relevant consultations, documentation and review are completed.

A decision on the inclusion of the Rideau Canal, the first of the 11 properties on Canada’s tentative list for World Heritage Sites to be formally nominated for consideration, will be made in 2007.
A nomination for the Joggins Fossil Cliffs in Nova Scotia was submitted for consideration by the World Heritage Committee in January 2007.

Other sites on Canada’s tentative list include:

• Áísínai’pi (Writing–On-Stone), Alberta;
• Quttinirpaaq, Nunavut; and
• Pimachiowin Aki/Woodland Caribou/Accord First Nations, Manitoba-Ontario.

Collaboration to Strengthen National and International Agreements

UNESCO’s Biosphere Reserve Program recognizes special places where people and organizations have made a commitment to work in harmony with nature. Of the 13 biosphere reserves in Canada, 8 contain national or marine parks. Parks Canada is a member of the Canadian Biospheres Association (CBRA), provides funding to support some association activities, and plays an active role in those biosphere reserves that include national parks.

Program Activity 2: CONSERVE HERITAGE RESOURCES

Planned Spending ($ thousands) and Full Time Equivalents (FTE)

Conserve Heritage Resources	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	16,620	21,781	25,340	31,272	31,272	31,272
Salaries and Wages	114,057	109,240	108,867	108,867	108,867	108,867
Other Operating	115,754	75,874	74,983	74,747	74,747	74,747
Total	246,431	206,895	209,190	214,885	214,885	214,885
FTE	1,483	1,455	1,450	1,450	1,450	1,450

* Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
Other Operating includes Grants and Contributions
These numbers include Corporate Services
Due to rounding, figures may not add up to totals shown

Description

Conserving heritage resources includes the maintenance or improvement of ecological integrity in national parks; the sustainable use of national marine conservation areas and the protection of unique marine ecosystems; ensuring the commemorative integrity of national historic sites managed or influenced by Parks Canada; and the protection and management of cultural resources under the administration of Parks Canada that are not associated with national historic sites.

While many Canadians associate Parks Canada with the conservation of pristine natural places, few realize that almost eighty percent of the protected heritage areas it administers were specifically designated, not for their natural or ecological values, but to preserve an important aspect of, or moment in, our nation’s history. These include such sites as the Fortress of Louisbourg, Laurier House, Grosse Ile and the Irish Memorial, Rocky Mountain House, Fort Langley, and many, many more.

As the singer-songwriter and Companion of the Order-of-Canada Joni Mitchell wrote in Big Yellow Taxi, “you don’t know what you’ve got till it’s gone.” Parks Canada is about conserving Canada’s cherished natural and cultural heritage, and ensuring that the qualities that led to their selection are not impaired, now or in the future. Once these wondrous heritage places are gone, they are gone forever.

Planned Results and Performance Expectations

2. CONSERVE HERITAGE RESOURCES
Planned Result	Performance Expectations
5. Maintain or improve the ecological integrity of national parks, and the sustainability of national marine conservation areas.	7. Support maintaining and improving the commemorative integrity of national historic sites, and the state of heritage resources not administered by Parks Canada. 8. Develop fully functioning ecological integrity monitoring and reporting systems for all national parks by March 2008. 9. Develop selected indicators and protocols for measuring NMCA ecological sustainability by March 2009. 10. Improve aspects of the state of ecological integrity in each of Canada’s 42 national parks by March 2014. 11. Meet targets for five measures of environmental impacts of Parks Canada’s operations: greenhouse gas emissions, petroleum storage tanks, contaminated sites, halocarbons and polychlorinated biphenyls (PCBs).
6. Maintain or improve the commemorative integrity of national historic sites, and the state of other cultural resources administered by Parks Canada.	12. Complete NHS management plans, consistent with management plan guidelines, by March 2008. 13. Improve 75 % of the elements of commemorative integrity rated as poor to at least fair condition, within five years of the original assessment. 14. Improve the state of other cultural resources managed by Parks Canada by March 2014.
7. Support, maintain and improve the commemorative integrity of national historic sites and the state of heritage resources not administered by Parks Canada.	15 Other owners of national historic sites are aware of commemorative integrity, and have access to information on the best practices for maintaining it. 16. Provide advice, recommendations or certification of interventions to built cultural heritage consistent with The Standards and Guidelines for the Conservation of Historic Places in Canada as opportunity permits.

Strategies to Achieve Planned Results

Planned Result #5: Maintain or improve the ecological integrity of national parks and the sustainability of national marine conservation areas

One of the most important ways in which Parks Canada conserves heritage resources is through the management plan for each of Parks Canada’s administered protected heritage areas. The management planning process allows for stakeholder input and Agency reporting on management plan implementation. The plan guides decision-makers as they work to ensure the ecological or commemorative integrity or sustainable use of sites.

5.1 Ecological Integrity of National Parks

The Canada National Parks Act defines ecological integrity as:
“A condition that is determined to be characteristic of its natural region and likely to persist, including abiotic components and the composition and abundance of native species and biological communities, rates of changes and supporting processes.”

The Act states that

Building passion among Canadians for the protection of national parks is an integral element of building a culture of conservation (see PA3). This is the basis of Parks Canada’s efforts to maintain or improve ecological integrity in Canada’s national parks.

In 2005, an audit by the Commissioner of the Environment and Sustainable Development (CESD) found that Parks Canada is acting on its ecological integrity commitments, but also noted some shortcomings. Parks Canada developed and is implementing an action plan in response to the CESD audit. The complete audit report can be found at http://www.oag-bvg.gc.ca/domino/reports.nsf/ html/c2005menu-eng.html.

Parks Canada will improve ecological integrity in Canada’s national parks through the implementation of the ecological integrity framework by investing in the following themes:

1. Scientific knowledge and better understanding of ecological integrity;
2. Active management and restoration;
3. Regional and Aboriginal partnerships; and,
4. Informing, involving and influencing Canadians.

1: Scientific knowledge and better understanding of ecological integrity

Scientific knowledge gained through the ecological integrity monitoring and reporting program, focusing on six to eight key ecological integrity indicators per park, will be the foundation for understanding, park planning and management, reporting and decision- making. Consistent with the Minister’s Round Table recommendations, stakeholders and local communities are involved in the development and implementation of monitoring systems.

2: Active Management and Restoration

Knowledge and understanding will guide decision-making and help establish restoration goals in national parks. Restoration will focus on the development of resilient, self-sustaining ecosystems that are characteristic of the park’s natural region. Active management, is the process through which restoration is achieved, will focus on:

1. Reintroducing fire into fire-dependent ecosystems;
2. Restoring biodiversity and impaired ecological processes, structures and functions; and,
3. Maintaining the sustainability of resources while appropriately enhancing visitor experiences.

New resources will allow expansion of restoration projects based on Agency-developed guidelines for ecosystem restoration. An inventory and prioritized set of restoration projects will be developed by March 2009. These projects will focus on maintaining biodiversity, rehabilitating ecological processes and reducing the negative impacts of top stressors.

Invasive species and diseases represent a significant threat to the economy, ecological integrity environment and society. The Parks Canada Agency will work with partners, to monitor the prevalence of, and manage, exotic species and zoonetic diseases in wildlife, to avoid unacceptable impacts on human health, ecosystems or livestock.

3: Regional and Aboriginal partnerships

National parks are usually core-protected areas within a larger ecosystem or landscape. By working with partners at the regional and local levels, Parks Canada will improve ecological integrity in national parks. Parks Canada will reach out to engage neighbouring communities and other governments, as well as the tourism sector and other businesses operating within greater park ecosystems, to accomplish its conservation goals. Examples of planned engagement include:

• Collaboration with community groups in discussions of land use outside a park, active involvement in data collection, and the holding of community meetings on conservation issues and community planning;
• eritage presentation events; and,
• Development of a new training course entitled “Skills for Working with Others: Planning and Getting Organized” to help in cooperative management efforts.

Aboriginal communities play an active and positive role in helping to establish and manage protected heritage areas, a strength that Parks Canada intends to build upon. For example, parks in Nunavut are incorporating Qaujimajatuqangit, an Inuit knowledge system, into park management decision-making.

4: Informing, Involving and Influencing Canadians

Reaching park visitors through learning programs is critical to building understanding and support for the maintenance of ecological integrity in national parks. New and enhanced programs will increase understanding of park ecosystems, will help address the ecological integrity challenges and threats faced at the park level, and also motivate Canadians to become involved in environmental stewardship
(see also PA3 and PA4).

Figure 12 : CESD 2005 Ecological Integrity Audit

Recommendation	Parks Canada Response
Parks Canada needs to ensure that updating management plans is a priority. Each park should assess its active management and restoration needs, establish clear objectives and key actions based on these needs, and identify gaps (2.39 in Audit Report).	National park management plans will be up-to-date and consistent with management plan guidelines that require definition or key objectives and actions by March 2010.
Parks Canada needs to ensure that measures to improve monitoring and restoration are completed and consistently implemented at the park level. This includes improvements to monitoring programs and implementation of the Agency’s data management system, as well as guidelines for monitoring and restoration.	A system-wide ecological integrity monitoring and reporting program will be fully functional by March 2008.
Parks need to establish clear objectives and actions for integrating public education and visitor experience with monitoring and restoration activities.	Guidelines for management planning promote the integration of monitoring and restoration activities with public education and visitor experience objectives.

Figure 13: Examples of active management and restoration projects

Park	Multi-year project	Investment
Prince Edward Island National Park of Canada: Reducing the “human footprint” and enhancing visitor experience.	Development of multi-use, active transportation corridor and vegetation restoration.	$6M
Banff National Park of Canada: Habitat restoration at Lake Louise.	Backcountry campground and trail adjustments to improve grizzly bear habitat; implementation of a public transportation system; and, infrastructure improvements at day-use areas.	$8M
La Mauricie National Park of Canada: Restoring ecological integrity of the lakes and streams.	Restoration of water levels and shoreline of selected lakes, reintroduction of native fish and development of a new concept of visitor experience.	$2.5M
Grasslands National Park of Canada: Restoring ecological processes.	Re-introducing bison; restoration of native prairie and managing exotic vegetation.	$1.3M
Jasper National Park of Canada: Montane ecosystem.	Reconfigure and expand the trail network and reclaim wildlife habitat.	$1.7M

Protecting and Recovering Species at Risk

Forty percent of Canada’s endangered and threatened species can be found in the protected heritage areas administered by Parks Canada. In these areas they are protected, along with their critical habitat, and Parks Canada supports species at risk recovery by implementing recovery strategies and action plans and conducting public education programs. The Agency will lead the development of recovery strategies for 15% of all species considered as threatened, endangered and extirpated in Canada under the Species at Risk Act.

More than 70 recovery projects are underway across Canada requiring an annual investment of more than $3 million. Much of the recovery work involves coordination with others at a broader ecosystem level, because species do not recognize park boundaries. In particular, five projects benefit multiple species at risk and ecological integrity at an ecosystem scale, through efforts that foster public engagement, collaboration and capacity-building.

5.2 Sustainability of National Marine Conservation Areas

National marine conservation areas are to be managed and used in a sustainable manner that meets the needs of present and future generations without compromising the structure and function of the ecosystems with which they are associated.

Parks Canada is an active partner in Canada’s Oceans Strategy, which is led by the Department of Fisheries and Oceans. The Oceans Strategy seeks to address the increasing number of new demands being placed on our oceans, as well as the ongoing demands of the fishing and marine transportation industries. The Oceans Strategy’s challenge is to support this growth in activity, which supports jobs and gives Canada an important economic boost, concomitant with a strong commitment to maintaining and enhancing the well-being of the marine environment. For more on the Government of Canada’s policy framework to coordinate the management of ocean activities, please visit http://www.cos-soc.gc.ca/dir/cos-soc-eng.asp.

Parks Canada has focused on establishing new national marine conservation areas, and the Agency will develop selected indicators and protocols for measuring the ecological sustainability of current and future NMCAs.

Creating general public awareness and visitor appreciation through hands-on marine experiences, and reaching an understanding with partners of how NMCA’s are to be managed, are key to the creation of new marine areas and to protecting those already established.

Environmental Management

Parks Canada’s operations have an impact on maintaining the ecological integrity and commemorative integrity of Canada’s special heritage places. Parks Canada will manage its work to minimize environmental impact and take advantage of “green” technologies and practices.
Parks Canada will:

• Reduce greenhouse gas emissions from its own operations by 5.2% from the 1998-1999 base-line level by 2010-2011;
• Assess each known and suspected contaminated site at areas for which it is responsible, and apply due diligence in the development of remediation or risk management plans for these sites;
• Manage and operate petroleum storage tanks and equipment containing halocarbons and PCBs in accordance with regulatory requirements;
• Manage park communities according to expectations of environmental sustainability, and be guided by the principles of “no net negative environmental impact” (see Program Activity 5); and,
• Improve the energy-efficiency of buildings, increase the use of renewable energy and increase employee awareness of environmental/energy efficiency issues.

For further background on the management of contaminated sites, please visit
http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/RealProperty/tbfcsswlip1-eng.asp

Planned Result 6: Maintain or improve the commemorative integrity of national historic sites, and the state of other cultural resources administered by Parks Canada.

A national historic site possesses commemorative integrity when: The resources directly related to the reasons for designation as a national historic site are not impaired or under threat; The reasons for designation as a national historic site are effectively communicated to the public; and, The site’s heritage values (including those not related to the reasons for designation as a national historic site) are respected in all decisions and actions affecting the site. Commemorative integrity is expressed in a commemorative integrity statement (CIS).

The family of national historic sites of Canada includes those administered by Parks Canada (154) and other federal government departments (52), as well as those owned by heritage agencies, corporations, other levels of government and private citizens (710).

The national historic sites administered by Parks Canada are operated in a number of ways. Some sites are fully operational, with their own staff and programs, while others have no staff or programming on location. A third approach is to provide site operations and services through a third party, on behalf of the Agency. Parks Canada will develop guidelines to clarify the consideration of options for management by third parties of national historic sites owned by Parks Canada.

Parks Canada will complete the management plans for the 154 national historic sites it administers by March 2008. The Agency will then establish a calendar for national historic site management plan reviews required under section 32.2 of the Parks Canada Agency Act.

The Agency assesses national historic sites using its commemorative integrity evaluation process. Based on the site’s CIS, the evaluation team examines and describes a resource’s condition. Parks Canada will improve the resource condition of 75% of the elements of commemorative integrity rated as poor to at least fair condition within five years of the original assessment, placing special emphasis at this time on built heritage assets. To facilitate this, a training strategy for cultural resource management will be developed, aimed at those who make decisions about Parks Canada’s national historic sites and other cultural resources, and those who have control of the national historic sites owned by others.

6.2 Other Cultural Resources Administered by Parks Canada

Other cultural resources are human works or places that show evidence of human activity or have spiritual or cultural meaning, and that have also been determined to have historic value, but that are not associated with national historic sites. These types of cultural resources are found throughout national parks and national marine conservation areas.

Two actions have been identified as the first steps towards improving the state of these cultural resources by 2014. The first, a 2006 pilot testing of an evaluation tool for use in national parks, has underlined the need for an inventory and evaluation of cultural resources. A strategy will be developed in order to chart progress in achieving the 2014 goal. The second area of activity is to continue reviewing Parks Canada’s collections of historic and archaeological objects. It is estimated that this multi-year, multi-disciplinary project will be completed in 2009-2010.

As the federal government’s agency responsible for administering the Federal Heritage Buildings Review Office under the Treasury Board Policy on Real Property, and the custodian of the largest number of federal heritage buildings, Parks Canada will lead by example. To meet its obligations under the Treasury Board and Parks Canada Cultural Resource Management Policies, Parks Canada will assess and monitor the physical condition of all federal heritage buildings in national parks, and establish targets to ensure they are brought to a good state of repair.

In addition, Parks Canada is investigating the feasibility and user requirements of a national cultural resource information management system.

Parks Canada has adopted the Standards and Guidelines for the Conservation of Historic Places in Canada, and utilizes them in its stewardship of Canada’s national historic sites and other heritage properties (described in detail under the Historic Places Initiative section below).

Planned Result 7: Support maintaining and improving the commemorative integrity of national historic sites and the state of heritage resources not administered by Parks Canada.

The Historic Places Initiative (HPI)

Parks Canada plays both a leadership and partnership role under the Historic Places Initiative. The collaboration across jurisdictions to build a culture of heritage conservation through HPI is transforming the management of Canada’s historic places. Parks Canada will continue this effort by playing a leadership role in national policy fora that strengthens the delivery of heritage programs across the country. New opportunities will also be sought to extend the reach of these programs to heritage stakeholders, owners and stewards of historic places, Aboriginal people, and others. In addition, effort will be made to position heritage on the broader sustainable development agenda, and to identify and address barriers to heritage conservation.

It is also imperative for the federal government to become a model custodian of its own historic places. Parks Canada will work cooperatively with other federal departments, agencies and crown corporations, and will continue to develop legislative proposals to better protect national historic sites, federal heritage buildings and archaeological resources under federal jurisdiction. Given its status as an expert department with regard to built heritage and archaeology, Parks Canada will also provide advice, as required, to other federal departments.

Federal Heritage Buildings

Parks Canada will develop a strategy to report on the condition of national historic sites and federal heritage buildings administered by other federal departments.

Standards and Guidelines for the Conservation of Historic Places in Canada

The Standards and Guidelines for the Conservation of Historic Places in Canada (2005), developed through Parks Canada’s leadership, is the first pan-Canadian benchmark of standards and guidelines for heritage conservation. This is an important guidance tool that enables departments to ensure that the heritage character of buildings is respected and conserved throughout their life cycle. The standards and guidelines are an important tool to influence the condition of heritage resources not administered by Parks Canada. For further information, please visit http://www.pc.gc.ca/docs/pc/guide/nldclpc-sgchpc/index-eng.asp.

All provinces and territories are distributing the Standards and Guidelines for the Conservation of Historic Places in Canada to municipalities and citizens, and are using them in provincial or territorial programs supporting heritage conservation. Parks Canada will continue to work with provinces and territories to broaden the awareness and use of the Standards and Guidelines.

National Historic Sites of Canada Cost-Sharing Program

Parks Canada has directly engaged Canadians in helping to preserve and present non-federally administered national historic sites through the National Historic Sites Cost-Sharing Program. The Program contributes funds toward conservation and presentation projects on a cost-shared basis, to a maximum of one million dollars. Currently, the cost-sharing program is not open to new applications. However, it has modest funding to assist sites facing imminent threat or impairment. Parks Canada is prepared to enter into a small number of agreements to help address emergency conservation requirements at national historic sites under threat.

Interest in the cost-sharing program continues to grow. Two of every three non-Parks Canada national historic sites are without access to a sustainable source of support for protection and for conveying their history to Canadians. In that regard, Parks Canada is updating the program terms and conditions.

Commercial Heritage Properties Incentive Fund

The Commercial Heritage Properties Incentive Fund (CHPIF) was established in 2003 as a pilot program to encourage the rehabilitation of historic buildings. This $30 million fund will encourage heritage conservation over demolition. For further information, please visit http://www.pc.gc.ca/progs/plp-hpp/itm1-/plp-hpp2a-eng.asp.

The CHPIF pilot project will continue to operate until all contribution agreements have been executed. Parks Canada will then evaluate this pilot project to determine what actions will be undertaken in the future.

Program Activity 3: PROMOTE PUBLIC APPRECIATION AND UNDERSTANDING

Planned Spending ($ thousands) and Full Time Equivalents (FTE)

Promote Public Appreciation and Understanding	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	10,312	9,172	3,411	4,739	4,739	4,739
Salaries and Wages	47,390	15,985	15,857	15,715	15,715	15,715
Other Operating	15,778	9,073	8,363	8,363	8,363	8,363
Total	73,480	34,230	27,631	28,817	28,817	28,817
FTE	759	264	260	260	260	260

* Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
Other Operating includes Grants and Contributions
These numbers include Corporate Services
Due to rounding, figures may not add up to totals shown

Description

Promoting public appreciation and understanding involves programs and activities that are aimed at reaching Canadians at home, at leisure, at school and in their communities with relevant information and innovative learning opportunities that respond to their needs and interests. The objective is to inspire long-term support, involvement and shared stewardship in heritage protection and presentation by moving audiences along the engagement continuum: from awareness, to understanding, to appreciation, to support and involvement.

Planned Results and Performance Expectations

3. Promote Public Appreciation and Understanding
Planned Result	Performance Expectations
8. Encourage the support and involvement of Canadians and stakeholders and their knowledge and appreciation of Canada’s heritage places.	17. Develop indicators, expectations and protocols for measuring public appreciation and understanding of Canadians and stakeholders by May 2007.

Strategies to Achieve Planned Results

1. Increase understanding of Canadian audiences

As society changes and immigration and urbanization increase, a lesser percentage of Canadians is aware of Canada’s national heritage. Reaching out to audiences across Canada, with an emphasis on connecting with youth, new Canadians and ethno-cultural communities, is critical to remaining relevant to Canadian citizens. Development of relevant learning and engagement opportunities for these new audiences will depend on an extensive program of audience research.

2. Use new technologies to connect with Canadians

The myriad of digital communications technologies that has exploded onto the scene in the last decade has changed the way people live, work, play, socialize and learn. Parks Canada will invest in the research and development of new and emerging technologies that have potential as tools to engage both visitors and outreach audiences.

Having successfully piloted a live interactive, video-conference program in 2006, Parks Canada will undertake a review of potential markets for live connectivity programs, to explore the use of communication technologies so that Canadians who do not visit parks or sites can still experience their cultural and natural heritage. Parks Canada will work collaboratively with the established network of museums, science centres, zoos and aquaria, as well as schools and school boards, to develop and deliver engaging real-time, interactive programs about Canada’s national heritage places, so that Canadians can experience them without leaving their communities.

3. Create urban learning venues

To reach Canadians in urban settings, Parks Canada will develop strategic alliances with the museum and science centre community, to integrate natural and cultural heritage conservation messages into their exhibits and programs, and to provide interactive programs that Canadians can experience. Parks Canada will continue its urban outreach efforts through a network of urban discovery centres; for example, with ongoing programming at Canada’s Marine Discovery Centre in Hamilton. The Government of Canada is also redeveloping and expanding the existing Old Port of Quebec interpretation centre, creating a second Discovery Centre as part of the 400th anniversary of the founding of Quebec City in 2008.

4. Reach youth in the classroom

Parks Canada’s goal is that all Canadian students will have opportunities in their school careers to learn about the important stories and places that are represented by Canada’s national historic sites, national marine conservation areas and national parks. The Parks Canada in Schools initiative will focus on collaboration with the formal education community in each province and territory, to influence curriculum and teaching resource development. Linking with ministries of education, teachers associations, textbook publishers and university education departments provides opportunities to create a multiplier effect that will extend Parks Canada’s reach.

5. Reach Canadians at home through electronic media

Based on an increased understanding of its web audiences, Parks Canada will enhance its website by developing a more dynamic trip planning tool and new tailored content. Parks Canada will also explore new web technologies to connect with youth and create and strengthen relationships with visitors.

Television remains a powerful medium for reaching Canadians in their homes. Parks Canada will develop strategic partnerships with producers and broadcasters. These alliances will expand the nationwide reach of Parks Canada’s natural and cultural heritage content to new audiences. Parks Canada will continue its alliance with Canadian Geographic magazine on the popular television program CG Kids, and will work with OMNI television and Rogers Media Television on programming to introduce new Canadians to Canada’s systems of national historic sites and national parks.

6. Make Parks Canada more visible

Parks Canada will, by 2008, develop a distinctive and strong national brand built on an integrated perspective of the protection, education and visitor experience mandate elements. Founded on the attributes of authenticity, personal connection, national importance, service quality and value, the brand will build impressions and awareness of Parks Canada’s mandate, and will serve as basis of engagement for key target audiences, including staff and partners.

Through national, regional and local events and ceremonies, together with targeted media relations supported by a strong corporate identity program, Canadians’ awareness of the mandate of the Parks Canada Agency in protecting, presenting and facilitating enjoyment of Canada’s cultural and natural heritage will increase.

7. Support Canadians as stewards

The Parks and People program, a collaboration with Nature Canada and community-based naturalist groups in its third year, will continue to offer an increasing number of inner city youth with memorable outdoor learning experiences in national parks, provincial parks and local municipal parks, as motivation to discover Canada’s national heritage and to become active stewards of the environment.

8. Engage partners and stakeholders

Parks Canada recognizes that stakeholder and partner involvement at the national, regional and local level is essential to achieving its mandate of protection, understanding and experience. The Agency will move beyond simple stakeholder consultation, to more fully involve stakeholders and partners in ways that bring their unique perspectives to influence Parks Canada’s planning and management.

One of the highest expressions of commitment, volunteering is a tangible demonstration of public belief in an organization and its goals. Parks Canada has had active volunteer and cooperative association programs for 28 and 25 years, respectively. Canadians have expressed an ongoing interest in being involved and participating in Parks Canada programs and the Agency will strive to create and support such opportunities.

Parks Canada will develop new performance measures to more specifically assess progress in partner and stakeholder engagement by March 2008.

Program Activity 4: ENHANCE VISITOR EXPERIENCE

Planned Spending ($ thousands) and Full Time Equivalents (FTE)

Enhance Visitor Experience	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	35,488	55,356	62,054	67,170	67,170	67,170
Salaries and Wages	114,020	149,480	150,252	150,157	150,157	150,157
Other Operating	52,135	62,491	60,416	60,416	60,416	60,416
Total	201,643	267,327	272,721	277,742	277,742	277,742
FTE	1,474	1,986	1,996	1,995	1,995	1,995

* Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
Other Operating includes Grants and Contributions
These numbers include Corporate Services
Due to rounding, figures may not add up to totals shown

Description

More than 22 million visits are made annually to Canada’s national parks, national historic sites and national marine conservation areas. The visitor experience is the cumulative outcome of all aspects of each visit, including interactions with Parks Canada and its partners. It includes client focused services, programs and infrastructure that support the provision of pre- and on-site trip planning information, reception and orientation, interpretation, campgrounds, hiking trails and other recreational activities, visitor safety and the ongoing post-visit relationship. The personal experiences fostered by these activities lead to an appreciation and support of Canada’s system of special heritage places.

Planned Results and Performance Expectations

4. ENHANCE VISITOR EXPERIENCE
Planned Result	Performance Expectations
9. Facilitate experiences that provide learning opportunities, visitor satisfaction and personal connections.	18. 10% increase in the number of visits to targeted national historic sites by March 2008. 19. 50% of visitors to national parks and national marine conservation areas, and 80% of visitors to national historic sites, will participate in learning experiences at all surveyed sites. 20. 85% of visitors are satisfied, and 50% are very satisfied, with their experience at all surveyed sites. 21. Optimize the number of visitors who report a personal connection to the park or site visited (target to be established by October 2007).

Strategies to Achieve Planned Results

1. Understand current and potential visitors’ needs and expectations to support management decision-making

The needs, expectations and behaviors of Canadian and international visitors are constantly evolving. It is essential that Parks Canada enrich its social science program to improve its knowledge and understanding of visitors’ needs and expectations, to improve the quality, timeliness and effectiveness of decision making related to better influencing and meeting visitor interests.

Parks Canada will monitor and conduct research on the changing social landscape, to understand and respond to emerging and evolving trends in tourism, recreation, leisure and society. Public opinion polling will be used to understand Canadian attitudes toward, and knowledge of, protected heritage areas. On-site research tools such as the Visitor Information Program will continue to be adapted to respond to these requirements.

Parks Canada will develop mechanisms to evaluate the broad range of current products and services that are offered. Such evaluation will assist the Agency in identifying where improvements can be made so that messaging, and the products, services and facilities offered, remain relevant.

2. Provide visitor experience opportunities at Canada’s heritage places for targeted visitor segments

The range of opportunities for visitors at Canada’s special heritage places will be enhanced through product development, marketing and service delivery; all of which will be based on a visitor-focused approach. To support Agency wide implementation, emphasis will be placed on national tools, policies and services, and also on integrating and linking them to the Agency’s established business and management planning processes. Targets, performance expectations, indicators and processes that assess the participation by targeted visitor segments in opportunities offered will be developed.

The visitor experience assessment tool, developed and piloted in 2005, is a key instrument for planning, designing, implementing and monitoring visitor experience opportunities at the park and site level.

It will be applied widely within the Agency over the next five years with a focus on targeting the national historic sites, national parks, and national marine conservation areas that have the highest visitation, in order to optimize the experiences of a majority of the visitors. Twenty-five assessments are planned for 2007-2008, for a total of 41 completed by March 2008.

Day-use areas, trails, campgrounds, visitor centres, parking, signage and roads make a fundamental contribution to the experience available to visitors. The Agency will develop national criteria so that visitor experience considerations become part of the process when infrastructure recapitalization investment decisions are made.

Parks Canada is finalizing the Recreational Activities Assessment Framework, an important management tool for decision-making regarding the activities and events that take place within the national historic sites, national parks, and national marine conservation areas. The framework is being developed in an innovative and collaborative fashion with the involvement of stakeholders and practitioners. It is planned for full implementation in 2008.

Enriched personal programming is one of the most powerful ways to engage the hearts and minds of visitors, and is at the core of many meaningful visitor experiences. Targeted investments will place increased emphasis on research and partnership building, and will ensure that Parks Canada, in collaboration with partners, continues to develop and deliver high quality, professional and authentic learning opportunities.

With the rapid advancement of wireless communications and global positioning system technologies, and the convergence of communications devices, the feasibility of using location-based technologies has greatly improved. Parks Canada is investing in the assessment of location-based technologies to enhance the on-site learning and visitor experiences at the national parks and national historic sites.

3. Invest in services, programs and staff to meet target audiences’ needs and expectations

The Agency will maintain its commitment to offer programs, services and facilities in a manner that builds on Parks Canada’s reputation for high standards of quality, cleanliness and safety, and respects its commitment to the protection of the heritage values of national heritage places.

To increase the national consistency of the Agency’s service delivery, and to ensure that services are responsive to client expectations, formal national service and operational guidelines and standards will be developed and applied consistently across the program. These guidelines will form the basis of future training programs, and will be an integral part of the Parks Canada brand promise.

The Agency will continue to emphasize the role that all Parks Canada staff play in engaging visitors and facilitating their meaningful experiences. Parks Canada is building a national network of practitioners, specialists and professionals with training in quality visitor services and outstanding visitor experiences. New emphasis will be placed on responding to the training needs of all staff in relation to product development, and the key role of interpretation.

Ongoing research and monitoring is guiding the improvement of the Parks Canada Reservation Service (PCRS) and the toll-free Information Transaction Centre (ITC) (1-888-773-8888). In 2006, more than 90,000 clients used the PCRS while more than 80,000 used the ITC. These services will be continually adjusted to make sure that they meet users needs and expectations.

In 2005, Parks Canada collaborated with the Tourism Industry Association of Canada (TIAC) on the release of a revised Code of Ethics and Guidelines for Sustainable Tourism for Canada. The code includes guidelines related to influencing visitor use and expectations through marketing and pre-trip materials, and for minimizing the impacts of tourism on the natural and cultural environment. Parks Canada will integrate the use of the code in its management practices and accountability framework, and will continue to promote the awareness and use of the code with its tourism stakeholders and service partners in every province and territory. Further information on the code is found at: http://www.tiac-aitc.ca/english/codeofethics.asp.

Parks Canada’s public safety program reduces the frequency and severity of visitor safety incidents through a comprehensive, integrated risk management approach. Parks Canada will implement a new updated policy in 2007-2008, with improved provisions for program reporting and visitor risk management planning. It will emphasize that visitor safety is a shared responsibility for visitors and Parks Canada alike.

Program Activity 5: Townsite Management

Planned Spending ($ thousands) and Full Time Equivalents (FTE)

Townsite Management	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	4,350	4,532	4,657	4,865	4,865	4,865
Salaries and Wages	4,780	4,513	4,502	4,502	4,502	4,502
Other Operating	3,737	3,620	3,616	3,616	3,616	3,616
Total	12,867	12,665	12,775	12,983	12,983	12,983
FTE	103	100	100	100	100	100

* Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
Other Operating includes Grants and Contributions
These numbers include Corporate Services
Due to rounding, figures may not add up to totals shown

Description

Parks Canada is directly responsible for managing and operating five townsites in national parks, and for providing municipal services such as drinking water, snow removal, garbage pick-up and disposal, sewage treatment, road and street maintenance, and fire services to support visitors and residents. Two other townsites, Banff and Jasper, have been self-governed since 1990 and 2002, respectively. Parks Canada retains authority for community plans and by-laws in Banff, and for community plans, land-use planning and development in Jasper.

Townsites are important staging areas for visitors to national park and national historic sites, home to businesses and residents, and administrative centers for Parks Canada operations. Their permanent populations range from 350 to 1900. Overnight visitors in commercial accommodation and campgrounds increase these numbers to 750 and more than 7500 in the summer months.

Planned Results and Performance Expectations

5. Townsite Management
Planned Result	Performance Expectations
10. Provide responsible environmental stewardship and heritage conservation.	22. Meet targets for legislated limits to growth, sewage effluent quality and management of contaminated sites and set targets for solid waste diversion and water conservation by March 31, 2008. 23. Townsites meet their targets for the protection of priority heritage assets owned by Parks Canada.

Strategies to Achieve Planned Results

Planned Result 10: Provide responsible environmental stewardship and heritage conservation

Parks Canada has responsibilities under the Canada National Parks Act to prepare community plans for each community located inside the borders of a national park. These five townsites are: Field in Yoho National Park of Canada, British Columbia; Lake Louise in Banff National Park of Canada, Alberta; Wasagaming in Riding Mountain National Park of Canada, Manitoba; Waskesiu in Prince Albert National Park of Canada, Saskatchewan; and Waterton, in Waterton Lakes National Park of Canada, Alberta.

Parks Canada and the Waskesiu Community Council are currently negotiating a self-government agreement. If such an agreement is finalized, Parks Canada will retain authority for land-use planning and development in Waskesiu.

Community Plans

Community plans provide a strategy for the management of growth, guidance on enhancing visitor experience and promotion of public understanding and appreciation. Such plans help ensure that national park values are reflected as visitor expectations are met. The plans will be reviewed in collaboration with those living and working inside the national parks, the visiting public and Parks Canada.

Four principles guide community plans:

1. No net negative environmental impact;
2. Leadership in environmental stewardship and heritage conservation;
3. Responsible growth management; and,
4. Visitor experience and public education.

1. No Net Negative Environmental Impact

The principle of no net negative environmental impact (3NEI) is applied to all national park townsites, to ensure that these communities do not negatively affect the ecological health of the national parks in which they are located. The 3NEI frameworks will be monitored against performance expectations, and the Agency will work with the communities to refine indicators and management systems to support reporting.

2. Leadership in Environmental Stewardship and Heritage Conservation

Parks Canada will work to ensure communities are models of environmental stewardship. New technologies and best management practice will be developed with the tourism industry and communities and information exchanged; the Agency will upgrade water sewage treatment infrastructure to meet or exceed national and provincial standards; and, it will conserve priority heritage buildings and ensure new development is compatible in design and quality with existing neighbourhoods.

3. Responsible Growth Management

Social and economic needs of communities will be addressed within defined limits to commercial growth, and established and legislated zoning and boundaries.

4. Visitor Experience and Public Education

The character of a community will reflect its setting in a national park, and new business applications and development will respect the national park’s character. Basic and essential services and facilities will meet the needs and expectations of visitors and residents, contribute to visitor experiences, and promote public understanding. Development will respect architectural and landscape guidelines and growth limits. Municipal utility services (water, sewer and garbage collection) will be fully cost recovered.

Program Activity 6: THROUGHWAY MANAGEMENT

Planned Spending ($ thousands) and Full Time Equivalents (FTE)

THROUGHWAY MANAGEMENT	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	45,014	35,506	36,650	29,890	24,890	24,890
Salaries and Wages	14,027	12,758	12,728	12,728	12,728	12,728
Other Operating	17,219	13,271	13,254	13,254	13,254	13,254
Total	76,259	61,535	62,633	55,873	50,873	50,873
FTE	258	241	241	241	241	241

* Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
Other Operating includes Grants and Contributions
These numbers include Corporate Services
Due to rounding, figures may not add up to totals shown

Description

Throughway management involves the operation, maintenance and repair of roads, bridges, provincial and inter-provincial highways and waterways that connect communities and pass through national parks and national historic sites.

Parks Canada is responsible for approximately 868 kilometres of provincial and inter-provincial highways, including six sections of the Trans-Canada and Yellowhead highways. This responsibility stems from the location of these sections of the highways within national park boundaries. The highways are integral to Canada’s national highways system, and some have significant year-round traffic volumes, ranging from 1.4 to 5.7 million vehicles per year.

Parks Canada is responsible for nine national historic canals and waterways, including the Trent-Severn Waterway and the Rideau, Lachine and Chambly canals. There are more than 650 kilometres of waterway and 25,000 square kilometers of drainage basin involved.

Planned Results and Performance Expectations

6. Throughway Management
Planned Result	Performance Expectations
11. Provide safe highways, open to through traffic, and minimize their environmental impacts.	24. Highways are open to through traffic. 25. Maintain highways in a condition that minimizes risk to users. 26. Minimize environmental impacts of highways.
12. Maintain condition of waterways, carry out water control functions, and meet water level obligations.	27. 75 % of waterway assets are maintained in at least fair condition. 28. Develop inventory of water control obligations, targets, and protocols for measuring compliance by March 2008.

Strategies to Achieve Planned Results

Planned Result 11: Open, safe highways with minimal ecological impact

Parks Canada has an obligation to keep highways and waterways open and operating safely, while minimizing their environmental impact.

There are 97 highway bridges and over-passes within the boundaries of national heritage areas in eight provinces. On the canal and waterway systems, there are far greater numbers of bridges, over-passes and dams. To ensure due diligence and to protect these critical structures, the Agency will enhance its infrastructure inspection program to meet industry standards.

Trans-Canada Highway Twinning

In October 2006, the Government announced, as part of the Asia-Pacific Gateway and Corridor Initiative, $37 million over four years, for additional twinning of the Trans-Canada Highway that runs through Banff National Park of Canada. The money will help to:

1. Improve motorist public safety;
2. Reduce wildlife-vehicle conflicts;
3. Foster other related environmental improvements; and,
4. Increase the efficient movement of people and goods.

Parks Canada will continue to seek new funding to complete the twinning of the Trans-Canada Highway through Banff National Park of Canada, and the mitigation of undesirable impacts on wildlife and vegetation that will result from the twinning.

Parks Canada’s will minimize the environmental impact of highways running through national heritage areas. Elements of a highway’s specific ecological reporting framework will be integrated into park-specific ecological integrity frameworks (see PA 2).

Planned Result 12: Waterway Management

Parks Canada has custodial responsibilities for a complex system of canals, bridges, dams and locks. Parks Canada operates nine historic canals that vary considerably in size and scope. The largest, the Trent-Severn Waterway runs 386 kilometres from Trenton on Lake Ontario to Georgian Bay, while the Rideau Canal consists of 47 locks and runs 202 kilometres. The waterway management aspect represents a significant responsibility for Parks Canada. Waterway management includes flood control in support of property owners and communities, maintaining navigation levels for pleasure and commercial watercraft, protection of wetlands and habitat for species at risk, and provision of water for power generation. It also includes the maintenance of the dams and bridges that are critical to managing the water levels, and connect the communities that surround the canals.

Parks Canada will embark on a program to ensure that the needs of all stakeholders are balanced with the fundamental requirement of ensuring that waterways are safe, open to through traffic and minimize environmental impact. The Agency will enhance its infrastructure inspection program to assess structures against industry standards.

In 2006, the Agency announced the establishment of the independent Trent-Severn Review Panel. The Panel will take a comprehensive look at all aspects of this important waterway, and consult extensively with other levels of government, interest groups and citizens on the future vision for this waterway that directly and indirectly affects almost seven million people.

 

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